CHAPTER I

INTRODUCTION

Background of the Study

If management could keep all employees happy, good performance would automatically

follow (Gascon, 2010). The performance of the different international institution like the Oxford

University considers public managers who face additional pressures (politicians, administrators,

regulators, etc.) crucial to the societal development.

The present UNESCO Institute for Statistics rate shows that from the 60% over all

literacy rate in 2012, it went up for almost 100% in 2015 for the most dominant countries in the

world. A considerable factor therefore is the management capabilities of the academic

administrators which influences the students’ educational and social ability. The efficient

services and effective administration system of the academes has something to do with their

managerial competence which constitutes their educational attainment, years of services, and

other substantive factors that establishes their proficiency in the work they have been assigned.

Hence, applied to the Philippine’s educational development, these factors are also

considered and accepted. One of the many aims of the Philippine educational system is to

respond effectively to changing needs and conditions through a system of educational planning

and evaluation (Go, 2013). In the Philippines alone, education has an important role in fostering

the students’ welfare. In reality, different administrations were established to meet the demands

of the students as quickly as possible. These administrations are comparable to decentralized

offices that substitute the incompetent function of the centralized administration. More likely,

student universities in the Philippines particularly in big universities prove that the service

performance and administrational system affects their educational and social capabilities.

Notorious exposure of the prevalent flaws of administrational system was done often in the

University of the Philippines, Diliman. UP Diliman, was considered the most outstanding

educational institution nationwide that produces many professionals and leaders. These students

which are also called leaders or student activists conduct usual strikes and other form of

rebellious expression of notion against the administration. This proves that the awareness of the

students in the said university is incomparable than the awareness we have in CSU, Carig

Campus. CSU Carig Campus as an institution constitutes different office services exclusively for

educational purposes; some of its major offices are the Office of Student Services Welfare

(OSSW) and Guidance and Counseling office that were made available to the students’ welfare

and development. But, are the students aware of the importance of these offices? Or are these

offices invisible enough to the students such that these students do not even know that different

offices exist for their own benefit?

As cited in the revised 2013 student manual, the vision and mission of the Cagayan State

University states:

Vision:Transforming lives by educating for the best

Mission:Cagayan State University is committed to transform the lives

of people and communities through high quality instruction and

innovative research, development, production and extension.

Successively, CSU Carig Campus have put up certain offices that promotes the said

vision and mission like the Faculty Office, and the Research and Extension Office, both helps the

students in enhancing different advanced skills. This study will be conducted to know the

performance effectiveness of the said offices in promoting the student welfare. Specific

information about the administrators and personnel’s background, service compliance, and

students’ response to the functionality of the offices will be critically analyzed, and systematized.

Hence, this study, Service Delivery Performance of the Different Offices at Cagyan State

University, Carig Campus aims to provide a wider spectrum of how these offices function, and

deliver certain tasks which affects the development and capability of the institution and its

students. Different factors will be presumed by the researchers to deliberately measure the

capability of the personnel, faculties, and students. The succeeding confabulation therefore will

delineate the study’s aim, purpose, practicability, and contribution in the society.

Statement of the Problem

The focus of the study is to find out the service performance of the different offices at CSU,

Carig Campus. Specifically, it aims to answer the following questions:

1. What is the profile of the office heads and personnel in terms of:

a) Age

b) Gender

c) Civil status

d) Educational Qualification

e) Years of Service

2. What is the level of the administrative competence of the office head and

personnel?

3. What are the work practices of the different offices in meeting the good service

parameter?

4. What is the level of awareness of the students and teachers on the functionality of

the different offices?

5. What is the extent of service delivery performance of the different offices of CSU,

Carig Campus?

Significance of Study

This study, “Service Delivery Performance of the Different Offices at Cagayan State

University, Carig Campus” aims to deliver substantial information that contributes to the

development of the different sectors of the society. With this innovation of ideas, the researchers

wishes to grant these sectors to purposefully use these ideas to further develop oneself, and fully

improve system that contributes to the general welfare rather than adhering to the vision or goals

that harms the public. Therefore, this study benefits the following:

The Administration - This will serve as an eye opener and a substitute in their general

supervision to the institution. The overview of this study will let them take action in any possible

problems faced by the institution.

The Office Heads and Personnel – This study will enhance their management capabilities as

well as to improve effectively and efficiently their delivery practices.

The Students – Their awareness towards the functionality and importance of the different

offices of the CSU, Carig Campus will be increased and their consideration towards the

management flaws will be enhanced.

The Community - This study will further explain and delineate the management styles and

delivery practices of the offices of the CSU, Carig Campus which can also be patterned in the

service style and delivery practices of other organization outside the institution.

Scope and Limitations

This study will be conducted in the different offices of Cagayan State University, Carig

campus from July to October, school year 2015-2016. The students and the faculty of the

university will be the respondents in assessing the service capabilities of the different offices.

CHAPTER II

REVIEW OF RELATED LITERATURE AND STUDIES

Performance can be defined operationally in terms of effectiveness, efficiency, and

satisfaction of members within the organization (Kast, 1974).

(Wynn, 1984) refer to the organizational performance in terms of productivity, rate of

absences, and turn overs of staff loss through scrap, waste, and quality control.

The authors above who delineate the relationship of organizational performance to its

productivity agreed upon similar arguments and ideas that the core of an administration are

subject by two or more persons who are coordinated toward a given goal and objective.

Considering Cagayan State University, Carig Campus as an organization, this study denotes the

institution as “the organization”.

Cagayan State University’s Chronological Background

The establishment of the first state run University in the province, the Cagayan State

University, was the result of the complementary existence and interaction of two State Colleges

in Cagayan. Each with different but complementary sets of disciplines, the two state colleges

where the Cagayan Valley College of Arts and Trades in Tuguegarao, Cagayan and the Northern

Luzon State College of Agriculture in Piat, Cagayan.

With their concerted effort to produce manpower needs in the countryside according to

the demands of the industries and the different agencies in the socio economic development

programs, the CVCAT has to establish linkage with the different public and private and

establishment as it kept on working for quality manpower outputs.

In their bid to provide institutional excellence, and opportunities for upgrading the

competencies of all those pursuing or are engaged in the pursuit of higher professional, technical,

vocational, industrial, agricultural and fishery programs, projects and demands of the region

through pulled in and collective utilization of the instructional and facilitative resources,

facilities and expertise.

As events followed one another that on 11th day of June, 1978, His Excellency President

Ferdinand E. Marcos, signed Presidential Decree. No. 1436 merging the Cagayan Valley College

of Arts and Trades and Northern Luzon State College of Agriculture into a State University to be

known as the Cagayan State University.

The unique step up of the CSU has brought the doors of the university to the students in

all towns of Cagayan and other neighboring provinces. And as of now, it has its two campuses at

Tuguegarao, Carig and Caritan that took the lead in providing opportunities for Cagayan youths

to pursue secondary and tertiary education.

The CSU is composed of top caliber officials, personnel, staff and faculty members. Like

any organization, the CSU is staffed with people of diverse family professional orientation,

religion, social and economic status, and differing values and norms of behavior.

The CSU is an open system. According to (Miles,1998) the open system approach to

organization theory is bounded with collection of independent parts devoted to accomplish some

goal or goals with the parts maintained in a state in relation to each othe and the environment by

means of standard modes of operation and feedback from the environment about the

consequences of system action.

Meanwhile Kliatchko,(1988) states that productivity is dependent on the commitment of

the every worker to the attainment of higher productivity as much as the availability of resources

and the maximum utilization of such.

Factors Affecting Administrational Performance

Personnel, administrators, and faculties’ practices, capabilities, etc. are significantly

considered by the researchers as factors that affects their administrational performance.

Management-related activity and personnel’s personal attributes are emphasized by the

researchers.

Work Performance and Experience

Batbo, (1973) among the social welfare workers showed that those who lacked formal

training in social work performed their functions unsatisfactorily.

Gregorio, (1976) claimed that the age of employees influence their moral values. He

further said that as a man grows up, his personality changes; he gains more knowledge and

experiences and the way he views things also varies with his age.

Hurtz & Denovan (2005), discussed in his study the five factors that affects job

performance, one significant factor that he considered was that, “the single conscientiousness is

the most predictive job performance”

Delson (1977) performance is likewise influence by aged. The older the employee is, the

better is his performance so long as it does no go beyond middle age.

Marticchio (2008), stated that job absence is very much a part of job performance:

employees are not performing effectively if they do not even come to work. Introverted,

conscientious employees are much less likely to be absent from work, as oppose to extraverted

employees who are low in conscientiousness. Interestingly enough, neuroticism is high

correlated in absence.

Thoresen et al., (2009), cited in his research the job satisfaction and the five factor

model. The results of the latter research suggest that extraverted individuals are less satisfied in

the work place due to too much stimulation. Combining the result of these two studies suggest

that conscientiousness is the deciding factor regarding job absence.

Girth (2010), cited in his study that public accountability is compromised when in

efficiencies, corruption, and vendor opportunism result in government contracts.

Frederickson (2012), points out that in the responsibility of the employees, factors do

not affect the theory or result of the management by contract, but in the cost and lost of controls

as fewer and fewer employees become responsible for more and more contract. While this

concept has made for a smaller government that odds with managing by contract has a result of

ineffective contract management, lack clear accountability [governance], and reduce the capacity

of public managers to manage. Thus, visionary skill as a form of leadership and public

administration can cause difficulties when put to the test through research science. Best practices

and studies into leadership, usually fail to impress much like due to the fact that they are

grounded in an observational findings and only describe or account of events that are nearly

impossible to replicate.

Fu (2012), concludes in his dissertation that the political dimension of public leadership

is a largely understudied empirical phenomenon where scholars have only captured the tip of the

iceberg, living numerous questions for future study. Going beyond interpersonal political skills,

explanations are sought of how behavioral skill integrates different political dimensions into

public management. The results would have practical implications for providing and developing

more effective leadership skills in public organizations.

Delson (1977) articulates that, work experience or length of service influence the

performance of employees. The longer their services are the better is the performance of the

personnel. Furthermore, the longer the stay in the job, the more they value it.

Lalatag, (1979) revealed that the lack of trained personnel, weak leadership, poor

interpersonal working conditions, poor office discipline, and poor system and procedure

adversely affected the performance of auditing personnel.

Hunter (1983), as a conclusion in his study, he states that there are two most critical

individual differences determinants of job performance, which are general mental ability and

amount of job experience.

(Flippo, 1984) says that, there is still no more convincing standard for gauging

probability than the ability to perform well in a given job. It is essential that a candidates’ total

qualification be carefully evaluated in much against the total requirements of the position he has

to fill. If this aspect is not considered the “Peter Principle” on selection promotion with states

that managers tend to be promoted to the level of their incompetence is applied. In this principle,

position requisites like duties, extent of authority, technical requirements, relationship with

peers, and leadership styles should be compared to the candidates’ qualification. The

qualifications are in the form of intelligence, experience, personality traits, values, attitudes,

leadership skills, and capacity to work.

Ilagan, (1994) found out that the length of service is one among the biographic variables

which are not significantly related to work performance.

Catabui (1995) in her study in Isabela State University, management as perceived by the

academic staff in the division of Isabela found out that, the most effective administrators were

defined as person who developed well defined patterns of organizations, who opened channels of

communication, to articulate goals, who kept moral high, whose relationship with others are

categorized by mutual respect and warmth.

In his study Caplan (2013), the relationship was stronger when hard performance

measures such as work samples were used as compared to soft performance measures such as

supervisory ratings. Individuals may rate an employee’s performance relative to his/her job

experience. A poorly performing new comer may be rated the same as an average performing

veteran. Thus, subjective may attenuate actual performance level differences which are captured

by more objective “hard” performance criteria.

Work Personality and Behavior

In a study conducted by Andres, (1989), He mentioned that there are three roles or

values on Filipino leadership and management. These are (1) management and perceptions on

the role of the head as required by the position (2) the heads perception of his own role, and (3)

the role of the head as seen as his subordinates. He added that three roles or values are relevant

environment that make up four elements which determines the suitable and effective role of the

role behavior of the head.

1. He must be humane. The head or leader to be personal and at the same time has a

relationship with his subordinates.

2. He must have a good human relationship considering that, he must be one of us, for

all of us, and the best of us.

3. He must have behavioural skill and knows how to deal tactfully with his subordinates.

4. He should motivate his subordinates to work and have strong charisma to the people

he governs.

McClelland (1976), notes that managers who manifest high need for achievement

concentrate their efforts on personal accomplishments and improvements. They are a rather

independent individual who wants to assure primary responsibility and credit for accomplishing

task, and they have a strong desire for short term and concrete feedback on performance.

Maggay (2000), says in his study that “the content of the appraisal concerns the personal

characteristics of the person involve. The items to be evaluated consist of personality traits, such

as ability to cooperate. The assessment of behavior and personality characteristics is an important

aspect of determining employees potential and formulating plans for personal development. The

latter should not be a responsibility of a line of department head, however.”

Lacambra (1983), indicated proper attitudes towards work. The important qualities of a

worker who has proper attitude towards work manifests while carrying out his daily tasks and

obligations: (1) rectitude of intention work (2) work professionally (3) has initiative (4)

responsible (5) cheerful and optimistic (6) humble to accept defeats (7) practice order (8) good

model and (9) adheres to organizations objective and policies.

Aranza (1983) stated that personal leadership is made up of a person’s charm and talent

together with other desirable traits that find application in his leadership functions and

management leadership which involves knowledge and principles in getting along with other

people in coordinating their efforts along approve procedures and techniques.

Neubert (2012), investigated the correlation and validity of the five-factor model with

job performance and job-related activities. Motivation, deviation, and job satisfaction are related

to the five factors. Conscientiousness and agreeableness appear to be positively correlated with

productivity in a team environment among peers and are more likely to aid in being selected for

a job. Neuroticism and agreeableness are negatively correlated with leadership capabilities.

Individuals who score high on conscientiousness tend to perform well at work, whereas

individuals are lacking conscientiousness and having neuroticism tend to perform poorly at

work.

Barrick, Stewart & Piotrowski (2009), studied on sales representatives have defined

two aspects of motivation—status striving and accomplishment striving—and they are correlated

with extraversion and conscientiousness, respectively. This two subject of motivation lead to

sales performance, although the data imply the status striving leads to performance and

accomplishment striving leads to performance only indirectly via a relation between

accomplishment striving and status striving.

In relation to their study Judge, Heller & Mount (2007), researched indicated that

neuroticism is negatively correlated with job satisfaction whereas conscientiousness,

extraversion, and agreeableness are positively correlated with job satisfaction. Openness to

experience has a negligible impact on job satisfaction. Additional research, however, has only

been able to replicate correlation among the factors of neuroticism and extraversion, with

extraversion being positively correlated with job satisfaction and neuroticism being negatively

correlated.

Meanwhile Colbert, Mount, Harter, Witt & Barrick (2006), indicated another entirely

different factor to consider is perception of the work place. Employees who had positive

perception of their work place where less likely to pursue deviant behavior. Research indicates

that personality as a moderating factor: work place deviance was more likely to endorse with

respect to an individual when both the perception of the work place was negative and emotional

stability, consciousness or agreeableness was low.

Work Management and Communication

Management is the process where administrators, personnel, and other authorities

exercise their proficiency, capability and skill in controlling and making decisions in sustaining

and developing an administration.

Management is the process of reaching organizational goals by working with and through

people and other organizational resources. 

Management has the following 3 characteristics:

1. It is a process or series of continuing and related activities.

2. It involves and concentrates on reaching organizational goals.

3. It reaches these goals by working with and through people and other organizational

resources.

Daft (1991), stress that “the ultimate responsibility of managers is to achieve high

performance, which is the attainment of organizational goals by using resources in an efficient

and effective manner.

Accordingly, Farmer and Richman (1965) had also emphasized that management is

crucial factor in increasing the productivity and enhancing development of nations. They

articulated, “we view management as the single most critical social activity in connection with

economic preogress. Physical and manpower resources are by themselves but passive agents ;

they must be effectively combined and coordinated through sound, active management if a

country is to experience a substantial level of economic growth and development.

Meanwhile, Franco et al., (1988) pointed out “that while management as a science

embodies a system of knowledge, principles and techniques which is patterned and not random,

therefore, replicable in any culture setting, it is the practice or application of management which

makes culture bound.

Communication is a significant factor in a management. Alvares (1993) states in his

study that; communication is a vital tool in every aspects of human life. It fosters clarity of

thinking, and better understanding. It is increasingly recognized as a fundamental tool in any

organization.

Wright, (1964), management must communicate orders to obtain compliance and

information in order to assure cooperation among subordinates. Therefore, communication is

needed within an organization among its various departments which fulfill related functions such

as that their effort welfare and the various level of management; supervisory personnel and

workers and other; and serve to assure continued contract through the organization.

Koontz and O’Donnel (1992) defined communication as the “Transfer of information

from one person to another, whether or not, it elicits confidence.

Contrariwise, Barnard (1938) shares the view that “Communication is the means by

which people are linked together in an organization to achieve a central purpose.”

In his study, Fisher (2008) formulated the four basic management functions that make up

the management process; (1) Planning involves choosing tasks that must be performed to attain

organizational goals, outlining how the tasks must be performed, and indicating when they

should be performed.

Planning activity focuses on attaining goals. Managers outline exactly what organizations should

do to be successful. Planning is concerned with the success of the organization in the short term

as well as in the long term. (2) Organizing can be thought of as assigning the tasks developed in

the planning stages, to various individuals or groups within the organization. Organizing is to

create a mechanism to put plans into action. (3)Influencing is also referred to as motivating,

leading or directing. Influencing can be defined as guiding the activities of organization members

in the direction that helps the organization move towards the fulfilment of the goals. The purpose

of influencing is to increase productivity. Human-oriented work situations usually generate

higher levels of production over the long term than do task oriented work situations because

people find the latter type distasteful. (4)Controlling is the following roles played by the

manager:

a. Gather information that measures performance

b. Compare present performance to pre-established performance norms.

c. Determine the next action plan and modifications for meeting the desired performance

parameters.

d. Controlling is an on-going process.

Frederickson et al., (2012) discusses in his theory which argue that most consist of

downward communication, emphasize cast directives, and policies or procedures of the

organization. Agency mission, vision, is typically neglected, resulting in poor function and moral

of organization. Effective communication with other agencies and agency publics is a apart of

managerial communication theory. Communication with external publics involves the publics to

be segmental and messaging to be developed for each public as well as the ability to receive

feedback via look in order to develop and modify communication based on the situational

analysis. Often this doesn’t occur well in public administration. Listening is frequently a

problem. Communication theory interacts with public management through efficacy of

communication theories a mix of cybernetics, linguistic, and social psychology.

Lastly, Alvares (1993) concludes that communication aims to convey and implement

symbols of various kinds, verbal and non-verbal and its ultimate objective is to share meanings.

Conceptual Framework

Different offices exist in the campus to deliver basic services to the students. They are

given authority and are delegated powers, responsibilities and resources to function as distinct

units of the institution. It is therefore their duty to enhance their capabilities to be able to meet

the demands of the stakeholders.

This study aims to assess the level of competency in the performance of duties of

different offices, and to test the level of awareness of students and teachers on the functionality

of the offices.

The stimulus (input) of the study proposes to asses specifically the profile of office heads

and personnel (Age, Gender, and Civil Status), the level of administrative competence of heads

and personnel (Educational Qualification, and Years of Service), the work practices of the

different offices which will be delineated through the service styles of the office heads and

personnel, with the perception of the students toward their service styles and lastly, the level of

awareness of students and teachers on the functionality of offices. The stimulus will therefore

form part in the overall assessment of the service delivery performance of the different offices,

which depicts below the said response or output.

Paradigm

INDEPENDENT VARIABLE DEPENDENT VARIABLE

Definition of Terms

Terms hereof are conceptually and operationally defined for a better understanding of the

readers.

Administrators – refers to the authorities handling the educational system such as those

who are in the upper strata of the institution. They are known as the Board of Directors or the

Board of Regents.

1. PROFILE OF OFFICE HEADS AND PERSONNEL

2. LEVEL OF ADMINISTRATIVE COMPETENCE OF HEADS AND PERSONNEL

3. WORK PRACTICES OF THE DIFFERENT OFFICES

4. LEVEL OF AWARENES OF STUDENTS AND TEACHERS ON THE FUNCTIONALITY OF OFFICES

SERVICE DELIVERY

PERFORMANCE OF OFFICES

Academe – refers to the educational environment or community that the students, which

are usually entering a university learns, and socialize.

Administrative Competence - refers to the ability and qualification of an official in the

administration where he is assigned. This consists of his educational attainment, credentials, and

the years of service which measures his experience towards public service.

Decentralization – refers to the delegation of educational responsibilities, powers, and

resources of the central government to the different local educational institutions, to deliver

immediate needs of the students.

Functionality - refers to the effectiveness of the service delivery of the heads and

personnel.

Philippine Educational System – refers to the national method of instruction which is

applied to the majority of the educational institutions. It also serves as the basis or standard of

education in the nation.

Profile of Office Heads and Personnel - refers to the character, and personal

information of the different office heads and personnel such as : Age, Gender, and Civil Status.

Personnel - refers to the authorized and professional group of people who are assigned in

different tasks or operation of the different transactions happening in the institution.

Service Delivery - refers to the process where personnel, and heads applies their

functions to give the demands of the stakeholders.

Work practices - refers to the manner on how the personnel applies their service, which

will depict their intention depending on the purpose and goal of the institution.

CHAPTER III

RESEARCH METHODOLGY

This chapter will explain the successive and systematic steps that the researchers will

undertake in attaining the objectives of this study. It includes the research design, locale of the

study, sampling procedures, subject/respondents of the study, research instruments, data

gathering procedures and the analysis of data.

Research Design

Descriptive survey method will be utilized because the study aims to assess the service

delivery performance of the different offices and its association to the development of the

institution and its students.

Locale of the Study

This study will be conducted in the Cagayan State Unversity, Carig Campus which involves

the personnel, faculty, and students from the offices of the eight (8) colleges, namely: CAS,

CHK, COM, CVET, CICS, CIT, COE, & CPAD.

Respondents of the Study

The subjects are the members of the different offices of the CSU Carig Campus.

Particularly, the respondents of the study are eight (8) members of the personnel, twelve (24)

faculties, and ____ students of the different colleges which are mentioned above. The

distribution of respondents is shown in table 1

Table 1Distribution of Respondents

COLLEGES POPULATION NO. OF RESPONDENTS

1. CAS 1,933 322

2. CPAD 405 201

3. COE 1,993 332

4. CHK 1,090 273

5. CIT 2,279 326

6. CVET 236 118

7. CMED 377 189

8. CICS 3,184 354

TOTAL 11,497 2,115

Sampling Procedure

The respondents of this study will be the 2,115 students which will be randomly selected

and thirty-two (32) office heads and faculty members of the different offices in Cagayan State

University, Carig Campus. The number of respondents will be based on the present number of

enrollees on the S.Y. 2015-2016.

The total number of student respondents will be obtained using the Slovin’s formula.

n= N/ (1+Ne2)

Where:N=Populatione=Margin of error

Research Instruments/Tool

Questionnaires and personal interviews are the research instruments that will be used in

gathering the data. The questionnaires are divided into two (2) parts: Part I will be questions

regarding the profile of the office heads and members of the personnel; and part II will cover

questions that measure the service delivery performance of the office heads of the different

offices in CSU, Carig Campus

Data Gathering Procedure

The copies of the questionnaire will be distributed personally by the researchers to the

respondents. Moreover, interviews will be done to gather data about the service delivery

performance of the office heads before the respondents starts to answer. The researchers will

explain the different directions in clarified queries of the respondents.

Methods of Analysis

The data gathered will be grouped into five categories, first is the profile of the office

heads and personnel. Second, is the assessment of the level of administrative competence of the

office head and personnel, third, determining the work practices of the different offices in

meeting the good service, fourth, is the assessment of the level of awareness of the students and

teachers on the functionality of the different offices, and fifth, evaluating the extent of service

delivery performance of the different offices of CSU-Carig Campus.

Statistical Treatment

The personal profile of the respondents will be analyzed using frequency counts, weighed

means, and percentage.

The computation of the weighted mean will be used for the treatment of the assessment

on the measurement of the management and service delivery performance of the different

offices. The scale below shows the corresponding adjectival used. To have a better

understanding on the interpretation of data, the following will be used:

NUMERICAL VALUE

ADJECTIVAL

SCALE

DESCRIPTION

4.2 - 5.00 Outstanding 5

3.4 - 4.19 Very Satisfactory 4

2.6 - 3.39 Satisfactory 3

1.8 - 2.59 Unsatisfactory 2

1.00 - 1.79 Poor 1

SERVICE DELIVERY PERFORMANCE OF THE DIFFERENT OFFICES AT

CAGAYAN STATE UNIVERSITY, CARIG CAMPUS

__________________________

In Partial Fulfillment of the Course, Methods of Research

At Cagayan State University,

Carig Campus

__________________________

KEEN ALLAN E. CATALBAS

MA. ANGELIKA D. OBISPO

ARLEEN A. MALLILLIN

JALE ANN A. ESPAÑOL

LIZA O. GARCIA

__________________________

First Semester

S.Y. 2015-2016

TABLE OF CONTENTS

Title Page………………………………………………………………………………………….i

Table of Contents……………………………………………………………………………..….ii

CHAPTER I (INTRODUCTION)

Background of the Study ……………………………………………………..…………………1

Statement of the Problem ……………………………………………………..……………...…3

Significance of the Study……………………………………………………..…..…………...…4

Scope and Limitations………………………………………..………………..……………...…5

CHAPTER II (REVIEW OF RELATED LITERATURES AND STUDIES)

Related Literatures and Studies ……………………………………………..…….………...…6

Conceptual Framework ………………………………...……………………..………….....…17

Paradigm ……………………………………………………..……………………….……...…18

Definition of Terms ……………………………………………………..…………………...…19

CHAPTER III (RESEARCH AND METHODOLOGY)

Research Design……………..………………………………..………………..……..……...…21

Locale of the Study……………..………………………………..……………..……..……...…21

Respondents of the Study……………..…………………………...…………..……..……...…21

Sampling Procedure……………..……………..……………..………………..……..……...…22

Research Instruments/Tool……..…………………………....………………..……..……...…23

Data Gathering Procedure………….………………………..………………..……..……...…23

Methods of Analysis……..…..………………………………..………………..……..……...…23

Statistical Treatment……………..…………………………..………………..……..……...…24

Bibliography

Appendices